This case study describes how Japanese automotive company Mazda promoted its supermini car Mazda2 in New Zealand. View Summary

This case study describes how Japanese automotive company Mazda promoted its supermini car Mazda2 in New Zealand.

In late 2013 the popularity of the Mazda2 car was waning against competition from newer models with higher specs, and Mazda needed to generate more test drives and increase sales.

Based on the insight that the 25â€“45 year-old female target enjoyed the Mazda2's appearance, a fashion-based Facebook campaign was created in which women who booked a test drive would receive a L'Oreal Paris makeup kit in a colour matching the car they tested.

520 test drives were booked, sales increased by 27.8% in the first four weeks and an ROI of $12 for every $1 was achieved.

This case study describes the 2012 official launch of the Mercedes-Benz marque, the smart, in the Ukrainian car market. View Summary

This case study describes the 2012 official launch of the Mercedes-Benz marque, the smart, in the Ukrainian car market. Ukrainian drivers typically valued masculine and prestige cars over smaller, compact models such as the smart. The brand's challenges were to connect with prospective smart owners, encourage test drives and stimulate sales leads. It also had a relatively modest budget for paid for media advertising. Its solution was to bring test drives to the consumer, using Foursquare, the geo location-based social network, to find the whereabouts of consumers. It communicated this offer via a variety of outdoor, digital, print, ambient and event elements. As evidence of the success of this campaign, this case study cites the number of test drives generated and increases in social media followers for the brand.

This case describes the UK launch of the Audi A1, which represented the first time a prestige car brand had produced a small car. View Summary

This case describes the UK launch of the Audi A1, which represented the first time a prestige car brand had produced a small car. Although an opportunity for growth, Audi risked sacrificing the prestige of its “Vorsprung Durch Technik” positioning. But by understanding that Audi is as much a technology brand as a car marque, the launch campaign was able to turn the A1’s small size from a weakness into a benefit. Communications were spread across the biggest media formats available – including double-page magazine spreads, huge billboards, cinema screens and large digital formats – representing 'small' as a hallmark of superiority and modernity. The campaign attracted new customers and helped the A1 exceed its sales targets, returning £4.40 for every £1 spent.

Despite strong performance attributes, the Kia Rio model - part of the Hyundai group's stable of cars - lacked a strong brand image that could help it connect with consumers in their 30s. View Summary

Despite strong performance attributes, the Kia Rio model - part of the Hyundai group's stable of cars - lacked a strong brand image that could help it connect with consumers in their 30s.

This case study outlines how the brand developed a strategy to appeal to a young audience via a variety of TV and social media platforms, as well as strengthen the model's credibility with its trade channels.

A series of TV executions created a humorous twist on the use of the small Kia Rio as a getaway car, and continued these with alternative story endings offered online.

Results cited in this paper include the above-benchmark tracking results for this campaign which aired in Germany, Italy, France, Spain and the UK.

Nissan, the automotive brand owner, wanted to grow in the small car segment with a new model, the Juke, whilst simultaneously maintaining sales of its Qashqai and Micra brands. View Summary

Nissan, the automotive brand owner, wanted to grow in the small car segment with a new model, the Juke, whilst simultaneously maintaining sales of its Qashqai and Micra brands.

Its strategy was to target young urban males by marketing the Juke as a "younger brother" to the Qashqai, and then present it as a high-energy option in itself.

These values were communicated via a variety of TV, print, newspapers and other media to markets across europe.

As evidence of the success of this approach, this case study cites above-target sales volumes achieved in France, the UK and Italy, and the appropriate young and male profile of Juke owners.

8

Gain Customers (Superminis)

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Recommended Cases, August 2012

This document, featuring two different US case studies from the MINI, as well as the Nissan Micra (UK) and Audi A1 (Europe), is a collection of Warc's best case studies on gaining customers in the sup... View Summary

This document, featuring two different US case studies from the MINI, as well as the Nissan Micra (UK) and Audi A1 (Europe), is a collection of Warc's best case studies on gaining customers in the supermini car category.

Volkswagen was a relatively unknown automotive brand in India with awareness of only 22%. But for the launch of its flagship Polo supermini model into the highly competitive hatchback segment, it was seeking an awareness of 40% and an ambitious sales target of 14,000 units. View Summary

Volkswagen was a relatively unknown automotive brand in India with awareness of only 22%. But for the launch of its flagship Polo supermini model into the highly competitive hatchback segment, it was seeking an awareness of 40% and an ambitious sales target of 14,000 units. The challenge was to make Polo stand out in its market and become India's most talked-about car among its target audience of young males. The resulting campaign took an innovative approach across multiple touchpoints, including a car-shaped hole in a newspaper, a reality show on MTV shot inside a car and stunt drive events at malls. Sales exceeded 18,000 and awareness targets were met.

11

Mercedes-Benz China: Smart engagement

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Thomas Nolsoee, Admap, May 2012, pp. 28-29

Mercedes-Benz in China faced a challenge in selling its Smart car. Several campaigns had resulted in high awareness and customer inquiries but these did not convert to sales. View Summary

Mercedes-Benz in China faced a challenge in selling its Smart car. Several campaigns had resulted in high awareness and customer inquiries but these did not convert to sales. The inherent nature of a 'small' car has limited appeal to the Chinese consumer and, coupled with Smart's premium price tag, potential customers wavered in their final decision. Mercedes decided that e-commerce was the ideal solution as it is a platform that encourages impulse buying. Smart used the power of social herding by putting the car up for 'Group Buy' on Taobao.com, China's largest e-commerce platform. Initiatives, such as 'one-second buy' opportunities increased the buzz. This case study highlights the learnings and planning principles that can be drawn from campaigns like this.

12

Tata Nano: A case study in marketing a good product badly

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Anita Basalingappa, Warc Exclusive, MICA, January 2012

The goal for the Tata Nano was to sell the world's cheapest car (without compromising on safety, quality and environment) to the lower- and middle-income segments in India. View Summary

The goal for the Tata Nano was to sell the world's cheapest car (without compromising on safety, quality and environment) to the lower- and middle-income segments in India. Launched in 2009, the small car from Tata Motors made headlines all over the world but less than three years later, the Tata Nano continues to under-perform in terms of sales, and in late 2011 underwent its second brand overhaul. A much celebrated 'Nanovations' campaign sought to emphasise the compact nature of the product and the innovation that had gone into it. However, it looks increasingly like the failure of Tata Nano was that the company's positioning was wrong and the marketing plan meant that many of the target audience didn't hear about the car, and those who did and wanted to purchase could not always do so. Additionally, the marketing was focused too heavily on low price - which was not as low as promoted - and cheapness was attached to social stigma. At the end of 2010, Tata tried to revive the business and it appears positive, if still far off target.

The Audi A1 was launched in Ireland in October 2010, with the motor industry still struggling in the economic downturn. View Summary

The Audi A1 was launched in Ireland in October 2010, with the motor industry still struggling in the economic downturn. This was the first time Audi had a presence in the super mini segment. Campaign targets were spread between awareness, customer demands and building a brand and a niche in a category dominated by strong personality brands and skewing towards a younger audience (20-35 years old) than Audi were used to. To reach this market, the main channel used by Audi was a social media game, The A1 Chase, with this activity supported by traditional ATL communications. The gameplay lasted two weeks and culminated in a brand activation event: a live Chase, held in Dublin city centre.

14

Nissan: Behind the Hit

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Direct Marketing Association - UK, Gold, 2011

Nissan, the automaker, wanted to market their new Juke model to a younger, edgier male audience in the UK who perceived Nissan to be a marque for older people. View Summary

Nissan, the automaker, wanted to market their new Juke model to a younger, edgier male audience in the UK who perceived Nissan to be a marque for older people. To connect directly with them, social media were used to enable people to create their own music online with the potential to have it remixed by an award-winning band and to have it featured in a live gig. By using La Roux, a noted singer, coverage by music bloggers was ensured. This offset the normal expenditure on banner ads and boosted street cred. The campaign reached 10m people, one in six of the population, creating a 3 month waiting list before the launch of the car.

15

Nissan Micra: In sync with the city

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Direct Marketing Association - UK, Gold, 2011

The Nissan Micra has the reputation in the UK of being a reliable and uncomplicated small car, and thus attracts a loyal clientele. View Summary

The Nissan Micra has the reputation in the UK of being a reliable and uncomplicated small car, and thus attracts a loyal clientele. For the launch of the new Micra, Nissan decided to target existing customers via its CRM programme. This enabled the automaker to take a more personalised approach using digital printing to incorporate individuals' names in direct mail material. New customers were also recruited at garden centres and shopping malls. Pre-order sales were exceeded by 100%. Prospects were 30,000 over the initial target and an ROI of 12:1 was achieved.

16

Fiat: Fiat Mio

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Jay Chiat Strategic Excellence Awards, Silver 2011

A new concept car from Fiat, the Mio ("mine"), was launched in Brazil with this campaign. Fiat was the market leader in Brazil, and wished to innovate to maintain its position; Brazil, as a fast-growing economy, had become a priority for global car brands. View Summary

A new concept car from Fiat, the Mio ("mine"), was launched in Brazil with this campaign. Fiat was the market leader in Brazil, and wished to innovate to maintain its position; Brazil, as a fast-growing economy, had become a priority for global car brands. Leveraging a passion for social media, the campaign strategy was based around a blog where consumers could follow and make suggestions on the development of the car that Fiat would unveil at the 2010 Car Showroom. Over 3 million hits on the website helped Fiat to design two models that led to the final concept car, subsequently presented at the largest vehicle event in Brazil.

Car manufacturer Audi wanted to promote the launch of its first prestigious small car, Audi A1, to young urban adults across Europe. View Summary

Car manufacturer Audi wanted to promote the launch of its first prestigious small car, Audi A1, to young urban adults across Europe. To reach this audience, it created an online-based pre-launch campaign which included mystery-thriller webisodes starring Justin Timberlake. Each of the webisodes heavily featured the A1 and social media allowed consumers to customise and share their own designs. Within three months, more than 16,000 vehicles were pre-ordered, 62.5% above the target, and for 90% of them it was their first purchase of an Audi.

18

Mercedes-Benz: smart - from buzz to buy

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Case Studies on Warc, MEC, 2011

As part of smart's 'The art of being smart' communications platform, Mercedes-Benz China was looking for an innovative and exciting way to stimulate sales of the smart microcar brand towards the end of 2010. View Summary

As part of smart's 'The art of being smart' communications platform, Mercedes-Benz China was looking for an innovative and exciting way to stimulate sales of the smart microcar brand towards the end of 2010. It partnered with Taobao.com and put its cars up for a 'group buy' opportunity: the first 200 people to sign up were able to purchase a smart car for 23% off its retail price. Momentum was increased through a series of 'one-second buy' promotions, which gave the opportunity to grab a smart for US$0.15 (RMB1). Throughout the campaign, the top 20 Taobao store owners produced bespoke fashion shoots with smart to promote its stylish and trendy image to a wider audience. 200 vehicles were sold in 3hours 25minutes. The activity generated discussion throughout web communities, and PR coverage was gained on CCTV, CNN.com and other domestic media channels. Sales in September rose 106% compared to previous month (796 vehicles were sold). In October, 963 vehicles were sold. The campaign fulfilled the objective of clearing as much dealer stock as possible by the end of the year.

19

MINI Cooper: MINI vs Porsche Challenge

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Effie Worldwide, Gold, North America Effies 2011

In 2010, MINI was faced with a dramatically repressed market and no new product news. Our task was to create a campaign that would drive deep engagement around the strategy that MINI was a feisty way to move through an increasingly serious world. View Summary

In 2010, MINI was faced with a dramatically repressed market and no new product news. Our task was to create a campaign that would drive deep engagement around the strategy that MINI was a feisty way to move through an increasingly serious world. The idea to challenge an icon of seriousness, Porsche, to a race was born. In a quick two-week blitz, fueled mostly by earned media, the MINI vs. Porsche campaign achieved 3.3 million press mentions and a 3000% increase in Facebook participation.

This campaign, which won Gold at the 2011 CASSIES, employed smart storytelling in a restrictive regulatory environment. View Summary

This campaign, which won Gold at the 2011 CASSIES, employed smart storytelling in a restrictive regulatory environment. The ads for the Nissan SE-R needed to convey a sense of speed and excitement. But Advertising Standards Canada had recently implemented a new code of conduct which prevented the portrayal of any driving deemed as extreme, unsafe or fast in TV or cinema car advertising. In response, this YouTube-based campaign (incorporating branded entertainment and pre-roll ads) was based around a 1/10 scale model of the car, racing around a miniature landscape. The spot finishes with the scale model parked next to a full-size Sentra SE-R, revealing that you can have the life-size version at a "starting from" price. The resulting film generated 360,000 views in the first week of release - and SE-R sales increased 138% versus the same period in 2009.

The automotive market in the Irish Republic was struggling and had seen total sales decline by 62.6% year on year. View Summary

The automotive market in the Irish Republic was struggling and had seen total sales decline by 62.6% year on year. Furthermore, Volkswagen's Polo model had performed badly in the Irish automotive market since its previous launch in 2001. It was a profitable model, but it was not achieving its potential in terms of sales volumes. Increasingly, it was reliant on older buyers, which served to alienate younger consumers, and the brand also faced stiff competition from other manufacturers. As a result, Volkswagen wanted a campaign that would target 25 to 55-year-old car buyers. The 'No Compromises' campaign was primarily executed on digital, involving mini-games that represented each strength of the Polo, with further promotion on TV and in print. The Return on Marketing Investment of the campaign was 142%.

22

Daimler Smart: 14 days without smart

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Direct Marketing Association - US, Leader, ECHO Awards, 2010

Daimler smart fortwo was promoted in 2009 as the perfect car for city dwellers in 6 European countries including Germany, Spain and France. View Summary

Daimler smart fortwo was promoted in 2009 as the perfect car for city dwellers in 6 European countries including Germany, Spain and France. A three-step mailing to remind potential buyers who have already shown an interest in the model was employed. The second and third stages encouraged a test drive or contacting dealers for more information. The strategy successfully increased the number of actual purchasers. Out of 2,000 mailings, 57 bought a new car which translates into 5 times the industry average.

Butler, Shine, Stern and Partners Sausolito presented a counter-culture viewpoint when MINI found that one in four people were cross-shopping the Prius. View Summary

Butler, Shine, Stern and Partners Sausolito presented a counter-culture viewpoint when MINI found that one in four people were cross-shopping the Prius. The Carfun Footprint Calculator was an online widget and campaign proving that you don't have to sacrifice fun in order to be green. Over 300,000 people calculated Carfun footprints and the campaign doubled MINI's brand consideration among environmentally minded car shoppers. Moreover MINI was one of very few brands in the US to buck the downward trend in the car industry in 2009.

The curious company, San Francisco helped the MINI brand when its hype and momentum was stalling through the use of PowerGames. View Summary

The curious company, San Francisco helped the MINI brand when its hype and momentum was stalling through the use of PowerGames. It needed to freshen up its perspective and regain its original moxie. The MINI vs Porsche race became the ultimate expression of 'cheeky exhilaration' increasing visibility and awareness of the brand, inspiring engagement and generating positive sentiment. The campaign earned 3.3 million media impressions, over 300,000 video views and a 4% growth in Brand Attention.

25

MINI Soho - Is this your number?

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The Communication Agencies Association of New Zealand, Gold, New Zealand Effies Awards, 2010

BMW's MINI brand was struggling with declining consumer interest in its brand and a sharply-reduced marketing budget. View Summary

BMW's MINI brand was struggling with declining consumer interest in its brand and a sharply-reduced marketing budget. This case study describes how the car manufacturer created a strategy to encourage people in New Zealand to buy a MINI online without using a dealership or taking a test drive. Its central idea - that MINIs are highly customisable - was communicated by the development of a limited range of 15 versions of the model known as the MINI Soho. Each was given a "personality" and its own media plan. A mixture of TV, outdoor, print, online, guerrilla, experiential and online was deployed, with PR employed to create buzz and market "media firsts". The campaign aimed to generate 5,000 unique visitors to the website, mini.co.nz. In fact, it resulted in more than 38,000 visits in the first month alone, with 10 MINI Sohos sold online within six weeks.